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New Belgium Brewing Case Study

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According to Ferrell & Hartline (2014), New Belgium Brewing (NBB) branding strategy has always focused on whimsy, customer intimacy, and social responsibility. However, the most important competitive advantage and the cornerstone of the company remains social responsibility. In other words, the major reason for NBB’ success exists because of their corporate social responsibility (CSR). Researchers contest that corporate social responsibility stands as a style of business for companies to accept ownership and take action for the well-being of the environment, customers, communities and anyone else in the world that considers all stakeholders (Peng & Yang, 2014). Furthermore, NBB success is mainly due to high-quality products and specialists who appreciate the company’s steady emphasis on sustainability (Ferrell & Hartline, 2014). For instance, New Belgium social responsibilities seem to create comfort, which leaves customers with a sensation that NBB products are …show more content…

According to (MacLead, 2016), the mission statement should share the purpose for the company’s existence and drive its collective efforts; whereas the vision statement should focus on driving the strategic plan for the future. In other words, NBB saw in the early stages of planning the importance of having a purposeful mission with a clear vision and guiding set of values. Unmistakably, New Belgium Brewing focused on the ethical culture of the brand that remained in good standing with customers, according to Ferrell & Hartline (2014).In fact, one of the company’s core values and beliefs were said to be kindling social, environmental and cultural change as a business role model (Ferrell & Hartline, 2014). Overall, those words are simple, yet it creates value for customers and employees that developed a strong dedication to the brand; thus, providing a distinctive goal for NBB’s to lead the brewing

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The core values at New Belgium Brewery (NBB) create an ethical culture throughout the company. This culture can be seen in the operations that extend beyond the production of the carefully crafted brews. The company cares more about their environmental impact, their community involvement, and the employees inside than they do the profits that come from their top selling products. They care because consumers should feel their choices matter, especially regarding the companies behind the product they buy (Ferrell & Hartline, 2014, p359). Environmentally speaking, NBB has worked hard to keep 98.8% of their waste out of the landfill in 2013 (Waste, n.d.), up from the 94.38% in 2011 (Ferrell & Hartline, 2014, p356).

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In fact, a 2014 Nielsen study showed that 55 percent of consumers are willing to pay more for products and services that are green (N.D., 2017). Consumers want to feel good about the products that they are buying (Ferrell & Hartline, 2014). Needless to say, New Belgium Brewery is a step ahead of competition. With environmental practice now a competitive necessity in the world of business (Tan & Zailani, 2009), New Belgium’s competitors will need to follow suit. After all, New Belgium Brewery’s technological innovations have allowed them to be recognized as a “paradigm of environmental efficiencies” (Ferrell & Hartline, 2014).

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The founders and employees of New Belgium Brewery focus on sustainability, whimsy, and fun which is rooted in its home-based Colorado business. Company branding and messaging are a considerable part of what makes NBB successful and must push to other locations. So, how does NBB ensure their culture filters to these different areas? Accordingly, having a process for hiring, training, and monitoring development of new employees is critical to creating the culture from the start.

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New Belgium Brewing Company (NBB) operates as a for-profit company that places its profits alongside the business’s social and environmental endeavors (Walker & Laporte, 2017). Otherwise known as the triple bottom line, this business model allows NBB to care for its employees, consumers, and communities to the same extent that it cares about its profit. Some of the core values listed in the company document include corporate social responsibility, environmental protection, balancing the needs of stakeholders, and “kindling social, environmental and cultural change as a business role model” (Walker & Laporte, 2017). Other major beer companies like Miller and Coors are more interested in the financial bottom line; before craft beers, these companies

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Businesses like Toms, that explicitly donate one pair of shoes for every pair purchased, have not always been present. Even businesses like Costco, that may just focus on investing heavily in how they treat and educate their workers have not always been a societal norm. This is because the idea of businesses having actively practicing a responsibility to their communities is relatively new. We have seen recent unprecedented competitive conditions that have compelled companies to look to strategy experts for answers to the following questions: (1) what does corporate responsibility mean and how can we measure our performance in it; (2) why are consumers concerned with this construct of corporate responsibility and what social issues matter to

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